The Impact of Skill Learnability on the Effectiveness of Managerial Training and Development

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Abstract
Skill learnability, the degree to which a particular managerial skill can be acquired or modified by training and development, is de scribed and discussed. It is argued that those managerial skills com prised of large sociallinteractive components and affected by under lying noncognitive attributes are more difficult to learn than skills which can be articulated through a common body of knowledge or technology. Implications for organization resource allocation be tween selection and training strategies and future research directions are discussed.